AUGUST 20249·Narrow the Focus1. Provide each midlevel leader with one or two high-impact metrics relevant to their particular department (e.g., patient engagement, the inpatient Nurse Communication domain, Emergency Department throughput). 2. Create customized, evidence-based action plans to affect change specific to the needs of each department and focus on the education and reinforcement of only one or two tactics at a time.·Implement a Comprehensive Support Structure1. Create supportive forums (e.g., monthly Zoom meetings or lunch and learns) where leaders from each cohort collaborate and learn from others at the same place in their improvement journey.2. Understand that a training class alone will not result in sustainable change. Consistency comes from ongoing observations and coaching of processes and behaviors. As new initiatives are implemented, observations and coaching of those new expectations should be added to existing audits. 3.Utilize executive leader rounds to offer visible operational and leadership support.·Celebrate Improvement, Not Just Goal Achievement1. Acknowledge any improvement, no matter how incremental, to reinforce a supportive learning environment.2. Celebrate high-performing departments with small tokens of appreciation presented by executive leaders. 3. Partner leaders from high-performing departments with leaders from lower-performing departments for collaboration and mentoring.4. Recognize team improvement at huddles and staff meetings, sharing specific feedback on what is going well.5. Immediately recognize individuals in real-time as you observe them meeting/exceeding expectations.Midlevel leaders face immense challenges, and it falls to executive team members to guide them through a complex environment. Simplifying focus, breaking down barriers, and creating a supportive learning organization is imperative. The investment in developing these midlevel leaders now will educate them on strategic prioritization, enhance interdepartmental engagement, and ultimately accelerate performance improvement, driving sustainable transformation. The investment in developing these midlevel leaders now will educate them on strategic prioritization, enhance interdepartmental engagement, and ultimately accelerate performance improvement, driving sustainable transformationDawn Robbins
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